This document provides an overview of important topics related to hiring and managing employees. It covers the benefits of hiring smart and retaining good employees ("the good") as well as challenges like discipline, violence, harassment and conflict ("the bad"). It also discusses compliance with various employment laws and regulations to avoid penalties and lawsuits ("the ugly"). The document emphasizes the importance of understanding legal obligations, having proper policies and procedures, conducting thorough background checks, and providing training to maximize the benefits and minimize the risks of having employees.
How can you keep your EPLI claims exposure down and achieve early resolution to employee disputes before they become claims? What factors do the insurance carriers consider when rating your EPLI program? How can you manage your claims to mitigate risk and improve your EPLI program? This webinar will answer these and other questions regarding managing your EPLI program and deploying effective risk mitigation techniques.
Presented by AlphaStaff VP of Employment Relations, Carrie Cherveny, Esq.
Top Ten Reasons Employees Sue Their EmployerPraxiom
Every potential job applicant, employee who enters your workplace, and every former employee who leaves it, represents a potential plaintiff in a lawsuit against your company. This is increasingly true in these difficult economic times. An employee may believe he or she has been discriminated against, harassed, or subjected to retaliation. The employee may just be looking for money - or payback. If your company finds itself in a lawsuit tomorrow, will it be ready to defend its business decisions? In this seminar, Mr. Ussery will discuss the most common factors that motivate employees to sue their employers. More importantly, he will discuss the steps your company can take to defend against liability, if not avoid the lawsuit all together.
Overview of management best practices for the employment relationship from creation to termination (Presentation for the Workforce Planning Board of York Region)
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
How can you keep your EPLI claims exposure down and achieve early resolution to employee disputes before they become claims? What factors do the insurance carriers consider when rating your EPLI program? How can you manage your claims to mitigate risk and improve your EPLI program? This webinar will answer these and other questions regarding managing your EPLI program and deploying effective risk mitigation techniques.
Presented by AlphaStaff VP of Employment Relations, Carrie Cherveny, Esq.
Top Ten Reasons Employees Sue Their EmployerPraxiom
Every potential job applicant, employee who enters your workplace, and every former employee who leaves it, represents a potential plaintiff in a lawsuit against your company. This is increasingly true in these difficult economic times. An employee may believe he or she has been discriminated against, harassed, or subjected to retaliation. The employee may just be looking for money - or payback. If your company finds itself in a lawsuit tomorrow, will it be ready to defend its business decisions? In this seminar, Mr. Ussery will discuss the most common factors that motivate employees to sue their employers. More importantly, he will discuss the steps your company can take to defend against liability, if not avoid the lawsuit all together.
Overview of management best practices for the employment relationship from creation to termination (Presentation for the Workforce Planning Board of York Region)
Kris Tanner & Dan Ditto provide detailed information about recent HR updates and laws to help keep your business compliant in 2021.
As a co-employer, we're excited to help our clients continue to grow and achieve their business goals in 2021.
The human resources (HR) function is at the centre of most employers’ efforts to identify, hire and retain the people the organization needs to execute its strategy and achieve its goals.But the HR function is a key player within the organization’s compliance structure as well.
There are numerous laws and regulations governing the employment relationship that HR professionals must understand and navigate in order to help ensure their organizations avoid costly fines and other penalties, including the potential harm to the organization’s reputation.
This presentation will help the organizations to focus on the HR legal requirements and manage the HR compliance in an effective manner.
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Mana...PoL Sangalang
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Management, Makati City, Philippines. Prepared and delivered by Atty. Apollo X.C.S. Sangalang.
IN THIS SUMMARY
Throughout human history, most countries have had more young people than old people. This is no longer true in the United States and is even less true in most western European countries and Japan. Between 2010 and 2040, the numbers of elderly Americans will more than double while the non-elderly population will grow by just ten percent. As the United States workforce ages, some analysts and researchers are projecting a labor shortage and a corresponding job boom in the next decade. As a result, there will be a gap in the availability of an educated and trained pool of skilled workers to fill organizational needs. In The Boomer Retirement Time Bomb, Donald L. Venneberg and Barbara Welss Eversole endeavor to shed some light on the issues connected to retaining, and even recruiting, talent from the pool of senior experienced workers.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/boomer-retirement-time-bomb
The human resources (HR) function is at the centre of most employers’ efforts to identify, hire and retain the people the organization needs to execute its strategy and achieve its goals.But the HR function is a key player within the organization’s compliance structure as well.
There are numerous laws and regulations governing the employment relationship that HR professionals must understand and navigate in order to help ensure their organizations avoid costly fines and other penalties, including the potential harm to the organization’s reputation.
This presentation will help the organizations to focus on the HR legal requirements and manage the HR compliance in an effective manner.
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Mana...PoL Sangalang
The Essentials of HR and Labor Law. October 15, 2014. Asian Institute of Management, Makati City, Philippines. Prepared and delivered by Atty. Apollo X.C.S. Sangalang.
IN THIS SUMMARY
Throughout human history, most countries have had more young people than old people. This is no longer true in the United States and is even less true in most western European countries and Japan. Between 2010 and 2040, the numbers of elderly Americans will more than double while the non-elderly population will grow by just ten percent. As the United States workforce ages, some analysts and researchers are projecting a labor shortage and a corresponding job boom in the next decade. As a result, there will be a gap in the availability of an educated and trained pool of skilled workers to fill organizational needs. In The Boomer Retirement Time Bomb, Donald L. Venneberg and Barbara Welss Eversole endeavor to shed some light on the issues connected to retaining, and even recruiting, talent from the pool of senior experienced workers.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/boomer-retirement-time-bomb
A Good Hire shares information and real stories from
employers and HR professionals who have considered and
hired qualified people who have past arrests or convictions.
With posts and videos, “we connect you to practices that
can bring undiscovered talent to your door”.
No HR Staff? 7 Crucial Moves to Master Everyday Employee ManagementComplyRight, Inc.
There's a point when it becomes obvious that a business needs an HR professional on staff. Until then, managing the required recordkeeping tasks, handling questions from employees, and taking proper steps to protect your business from legal risk can seem like a never-ending burden that distracts from other critical business activities. And yet, you can’t afford to ignore these responsibilities.
Take a deep breath! This free webinar will provide practical guidelines for getting HR activities under control, even without an HR specialist on staff. After the presentation, you’ll have solid information to help your business run more smoothly and, most importantly, protect you in the event of an employee lawsuit.
In this insightful webinar, you'll learn:
• Common mistakes to avoid when hiring
• How to create an organized recordkeeping system
• Employee policies every business needs
• The right way to document performance issues
• Why accurate labor law postings are critical
• Steps to prevent a costly harassment claim
• How to use technology to reduce HR overhead
Staples Rodway's Taranaki HR team explains the importance of getting each part of the people puzzle right.
- Recruitment Process
- Employment Agreements and Contracts
- Performance Management and Disciplinary
- Restructuring and Change Management
- Employment Legislation in New Zeland
At the Middle Tennessee SHRM luncheon on April 23, 2009, we discussed Managing an Aging Workforce. The attached PowerPoint Presentation highlights the key points of our discussion from a legal and human resources prospective.
Overall Comments Overall you made a nice start with your U02a1 .docxjacksnathalie
Overall Comments:
Overall you made a nice start with your U02a1 assignment. Please see my specific feedback below for each objective, and I can be reached at: [email protected] or 813-417-0860 if you have any questions about my comments.
COMPETENCY: Analyze the impact of legal and regulatory issues on staffing management.
CRITERION: Describe the important issues in the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify the important issues in the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the important issues of this case, and be sure to describe why this is a case of disparate impact.
”
CRITERION: Distinguish the theory of disparate (or adverse) impact from the theory of disparate treatment.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Basic
Partially distinguishes the theory of disparate (or adverse) impact from the theory of disparate treatment.
Faculty Comments:“
You made a nice start with this objective; however, I would like to see your content developed further to clearly distinguish the theory of disparate treatment from disparate or adverse impact, and this is only briefly addressed in your assignment.
”
CRITERION: Analyze the outcome of the case.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not state the outcome of the case.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the outcome of this case, and be sure to apply disparate impact theory.
”
CRITERION: Analyze the evidence of discriminatory effects.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not describe the evidence of discriminatory effects.
Faculty Comments:“
It is important to select a legal case of disparate impact as the focus of your assignment, and it is unclear if the case you selected is this type of case based on the information provided. Please develop your content further to clearly analyze the evidence of discriminatory effects in this case, and provide specific examples of connections to the rule, policy or process.
”
CRITERION: Describe how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
DISTINGUISHED
PROFICIENT
BASIC
NON-PERFORMANCE
Non-Performance
Does not identify how the Uniform Guidelines on Employee Selection Procedures help employers avoid issues related to disparate or adverse impact.
Faculty Comments:“
Please develop your content further to address this in your work.
”
COMPETENCY: Communicate in a manner that is scholarly and professional.
CRITERION: Commun.
Speaker: Tammy Sturge, HR Transformations Inc.
This session covers the human resources policies and practices needed in an entrepreneurial context including everyone's favourite HR topics: hiring and firing!
Part of the CIBC Presents Entrepreneurship 101 lecture series:
http://www.marsdd.com/events/details.html?uuid=5fa517eb-debd-4827-86cd-463561a3ee64
The Proven System that Successfully Matches the right Candidate to the Right JobHarvey James
At last! A system that changes the recruitment game. Systematically benchmark the job and match the right candidates with much higher success than traditional recruitment methods.
Contact Enterprise Coach at 1300 787 527 or www.enterprisecoach.com.au to find out how you can solve your recruitment problems today.
Compensation history ban presentation for recruitersDave Nerz, CPC
New Laws are sweeping the US forbidding employers and recruiters to ask candidates about Salary History. Get a quick summary with a focus on Recruiters
Learn the Top 10 Employee Management Mistakes and How to Avoid Them in this informative ebook. This is an excellent resource for small business owners and managers.
2. PRESENTING:
AGENDA/TOPICS TO BE COVERED
THE GOOD THE BAD THE UGLY
◦ Overview of ◦ Discipline ◦ Compliance
Having ◦ Violence ◦ Lawsuits
Employees ◦ Harassment ◦ Penalties for
◦ Hiring Non-
◦ Conflict
◦ Retaining compliance
◦ Termination
◦ Training
3. THE GOOD
Why have employees
Why build a company with loyal employees
What would happen if you didn’t have employees
Hiring Smart
Retaining the “Stars”
Training for excellence
4. HIRING - What is
The New Art of Hiring Smart System?
1. Identify Hiring Needs and/or Problems
2. Quantify the Cost of Turnover
3. Understand What You Are Recruiting for
4. Use Innovative Prospecting
5. Prepare and Conduct a Winning Interview
6. Do Background Checks
7. Assess Applicants for Job Match
5. PREPARE FOR AND CONDUCT
A WINNING INTERVIEW
A. Review the Job Description
B. Review other Job Requirements
C. Develop Lead Questions
D. Build a File
1. Resume 3. Lead Questions
2. Application 4. Release Documents
6. DO BACKGROUND CHECKS
A. Reference Checks
B. Education Credentials
C. Credit Report
D. Criminal History
E. Past Employers
F. Driving Record Report
G. Social Security Verification
8. INDEPENDENT CONTRACTORS
Independent Contractors are not covered under
Workers Comp.
Understand who is an employee and who is an
independent contractor to avoid liability under a
variety of laws:
IRS (Federal income tax withholding and SS)
State Unemployment compensation laws
State WC Laws
Federal and State wage and hour laws
Federal and State discrimination laws
9. INDEPENDENT -- CONTINUED
Improper categorizing of a worker can be
quite serious.
Thereare specific guidelines that help
employers define who or what is an
independent contractor.
Ingeneral, the main difference is the
amount of control the employer can
exercise over the details of the work.
10. HIRING SUMMARY…
Turnover is a major expense.
Traditional hiring methods are not
effective.
Government regulations are
demanding change.
Competition is forcing a closer
examination of those we employ.
People must match their jobs and
fit the company culture.
People are our number one
resource.
11. RETAINING – Keep your “Stars”
“In these days of Talent Wars, the best way to keep
your stars is to know them better than they know
themselves -and then use that information to
customize the
career of their dreams”
Timothy Butler & James Waldroop
“Job Sculpting” Harvard Business Review
September-October 1999
12. TRAINING
There are basically three places to “fix”
people problems:
◦ Selection Process
◦ Coaching & Training
Changing Behavior
◦ Replacing the Employee
13. TOOLS OF THE JOB
If you don’t care enough to train your employees,
they might not care enough to provide you with their
best efforts.
Share with your employees your goals and they will
respond better.
14. THE BAD
Employers don’t want to deal with difficult issues,
such as:
Discipline
Violence in the workplace
Harassment
Conflict
But, “the bad” comes with the
good and must be dealt with
swiftly and firmly in a consistent
manner.
15. DISCIPLINE
Employers need a consistent and understandable
means to communicate important information.
Policies – are broad guidelines developed to guide the
organization decisions
Procedures – provide further explanation and more
details on how the policy is to be applied
Work Rule – states what employees may or may not
do to follow the policies of the organization
16. DISCIPLINARY PROCEDURES
There are times when disagreements happen and
when the employer must take some form of
disciplinary action.
While organizations work at preventing the need
for disciplinary action, if needed, the employer
should follow their established policies and
procedures very carefully.
Providing proper feedback insures that the
employee is not surprised.
17. PERFORMANCE REVIEWS
Reviews offer the best method for consistently
providing feedback to the employee.
The frequency and timing of reviews can be
whatever the employer decides – it just needs to
happen consistently.
18. VIOLENCE
Workplace violence occurs when an employee
with poor behavior control becomes highly
stressed.
Stress may or may not be work related but is
usually set off by an incident at work.
Employers need to be aware of employees
exhibiting signs of possible violent behavior and
take steps to prevent its occurrence.
19. HARASSMENT
There are two forms of sexual harassment:
Quid pro quo is a legal term which means “this for
that”. Quid pro quo harassment, therefore occurs
when an individual asks for sexual favors in return
for a favorable employment action.
Hostile work environment is defined as one in which
an individual or individuals are subjected to
unwelcome verbal or physical conduct “when
submission to or rejection of this conduct explicitly or
implicitly affects an individual’s employment or work
performance.”
20. CONFLICT AND RESOLUTION
Conflict can happen whenever people work
together.
It can affect relationships between individuals or
groups and covers a wide range of intensity
levels.
Resolution is a process of developing strategies
for resolving issues and maintaining or
rebuilding effective working relationships.
21. DEFINING CONFLICT
Conflict in the workplace is a fact of life.
85% of employee’s terminate due to
conflict with their boss.
Managers spend about 1 month a year
dealing with personality conflicts.
Peoplehave different goals and needs and
believe they are “right”.
It
is impossible to avoid conflict but it is
productive to handle conflict.
22. PREVENTING CONFLICT
“If you can’t go around it, over
it, or through it, you had
better negotiate with it.”
-- Ashleigh Brilliant
24. THE EVIDENCE IS EVERYWHERE
Poor productivity
Low levels of engagement
Poor morale
Turnover
Are largely attributed to conflicts in the
supervisor/employee relationship.
25. THE EVIDENCE IS EVERYWHERE
Research indicates that 85% of employees
terminate due to conflicts in the boss/employee
relationship.
Executives were found to spend a minimum of
one month per year dealing with personality
conflicts.
Source: Robert Half International
26. THE EVIDENCE IS EVERYWHERE
50% of an employee’s work satisfaction depends
on the relationship the employee has with his/her
supervisor
Source: The Saratoga Institute
The length of an employee’s stay on the job is
largely determined by his/her relationship with
their manager.
Source: The Gallup Organization
27. NO ONE BLINKS
A typical American holds more than eight
different jobs between 18 and 32 alone.
85% of American workers expect to be employed
by a new company within 12 months.
Ten years ago, recruiters and employers would
have balked at a candidate with three jobs in the
last five years.
Source: Forbes magazine, April 2007
28. COST OF TERMINATION
Termination is expensive.
It is estimated that turnover and termination can
cost an organization 3 times the annual salary of
the individual being replaced.
29. THE UGLY
Compliance Issues
Laws and Regulations
Lawsuits
30. COMPLIANCE ISSUES – WHAT TO DO
Know the laws of the land and their importance
in running your business.
Develop policies & procedures to minimize the
opportunity for litigation.
Be fair with your employees.
Document, document, document
31. OVERVIEW – SHRM LIST OF POSSIBLE
NEW BILLS
Employee Free Choice Act of 2009
Fair Pay Act of 2009 Secret Ballot Protection Act
Title VII Fairness Act WARN Modifications
Labor Relations First Contract Healthy Americans Act
Negotiation Act of 2009 Healthy Workforce Act
Public Safety Employer/Employee Emergency Retiree Health Benefits
Cooperation Act Protection Act
Worker Protection Against Executive Compensation
Combustible Dust Explosions Additional Tax on Bonuses from TARP
Family-Friendly Workplace Act Family Fairness Act
(comp time) FMLA Changes (25 employees)
Society for Human Resource Management HR
Congressional Monitor of various Bills
32. WHERE HAVE WE BEEN?
By 1900 By 1940 By 1980 By 2000
Case Law NLRA ADEA FWPCA IRCA USERRA
Common Law FLSA OSHA CWHSSA TMRA ADA
FICA ERISA SWDA FMLA EPPA
RLA VEVRAA CERCLA DFWA TEFRA
IRC MOSCA EPA WARN JSIA
Davis-Bacon COBRA SOWA MSPA FWPCA
Local Law PDA LMRA CRA CWHSSA
State Law FMSHA CAA ADEA SWDA
Case Law FUTA ADA (AGE) OSHA CERCLA
Common Law CCPA LMRDA ERISA SDWA
ERA CRA VEVRAA LMRA
JSIA REHAB ACT MSPA CAA
TSCA IRC PDA ADA (AGE)
NLRA Davis-Bacon FMSHA EPA
FLSA Local Law FUTA MHPA
FICA State Law CCPA FCRA
RLA Case Law LMRDA HIPAA
Common Law ERA Miller Act
MDSCA NMHPA
COBRA ECPA
TEFRA OWBPA
TSCA CCRA
NLRM HMOA
FLSA PRWORA
FICA INRA
RLA IMMACT
REHAB ACT Davis-Bacon
IRC Local Law
PCA State Law
VAWA Case Law
Common Law
33. IMPORTANT LAWS TO KNOW ABOUT
Title VII of the Civil Rights Act (Title VII)
Age Discrimination in Employment Act (ADEA)
Americans with Disabilities Act (ADA)
Immigration Reform and Control Act (IRCA)
Fair Labor Standards Act (FLSA)
Equal Pay Act (EPA)
Occupational Safety and Health Act (OSHA)
34. LAWS - CONTINUED
Family and Medical Leave Act (FMLA)
Consolidated Omnibus Budget Reconciliation Act
of 1985 (COBRA)
Health Insurance Portability and Accountability
Act 1997 (HIPAA)
Drug Free Workplace Act
Patient Protection and Affordable Care Act
(PPACA)
35. LAWSUITS
Employment lawsuits are among the most common
lawsuits in which companies will find themselves
involved. It's a factor of business itself and one that
must be reckoned with.
The costs to employers for lawsuits can be substantial
and can include:
◦ Penalties
◦ Back pay
◦ Attorney costs
◦ Time
◦ Lost productivity
◦ Bad press
36. PENALTIES
Non-compliance with Healthcare Reform laws
Responsibilities of employers
COBRA
FMLA
37. SUMMARY
So, the question is, “Where do we go from here?”
Good Employees – Bad Employees
Good Benefits – Bad Benefits
Understand the Good, The Bad, and The Ugly.
38. Lola Kakes
Founder, EffortlessHR, Inc.
Author, “If You Don’t Own a Circus … You
Shouldn’t Be Hiring Clowns!”
www.effortlesshr.com
520.546.3947